Companies use various forms of social networking tools to enhance and support HR practices, and they are not limited to well known systems such as Twitter, LinkedIn, or Facebook. Students may give various examples: Long Realty’s use of “Long Connects” which provides a way for realtors to share information about lenders; Kelly Services uses a tool called “chatter” which helps employees share information. Student responses to imagining other uses of social networking for HR can vary but examples could also include perhaps using social networking to distribute information about benefits plans, or to use it to help employees of different types of interests connect, or it could be used to facilitate mentor/mentee relationships. VII. Meeting the Competitive Challenges through HRM Practices - HRM practices that help companies respond to the four competitive challenges can be grouped into the following four dimensions. (See Figures 1.7 and 1.8)
A. Managing the Human Resource Environment—HRM practices should be linked to strategy, legal compliance must be assured, and work should be designed to maximize employee effectiveness and motivation. B. Acquiring and Preparing Human Resources—Human resource planning must occur, employees must be recruited and placed in appropriate jobs, methods of employee selection must be determined, and ensuring employees have skills to perform particular jobs. C. Assessment and Development of Human Resources—This area of HRM deals with measuring employee performance, preparing employees for future work roles, identifying and responding to employee interests, and creating a beneficial and effective work environment. D. Compensating Human Resources—Appropriate pay systems must be developed, employee contributions must be rewarded, and employees must be provided with benefits. E. Special Issues—Labor unions create an additional HRM challenge. VIII. The final paragraph and Table 1.15 present the overall organization of the text. Chapter Vocabulary These terms are defined in the "Extended Chapter Outline" section. Balanced scorecard Competitiveness Electronic human resource management (e-HRM) Employee engagement Empowering Evidence-based HR External labor market High-performance work systems HR dashboard Human resource information system Human resource management (HRM) Intangible assets Intellectual capital Internal labor force ISO 9000:2000 Knowledge workers Learning organizations
Malcolm Baldrige National Quality Award Offshoring Onshoring Outsourcing Psychological contract Sarbanes-Oxley Act of 2002 Self-service Six Sigma Process Stakeholders Sustainability Total quality management (TQM) Virtual teams A Look Back Starbucks is engaged in aggressive business growth focusing on new products and new markets while trying to maintain the customer experience.
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- Fall '16
- Farah Nabilla